Duration: 6 Days By the conclusion of the specified learning and development activities, delegates will be able to:  Exhibit an understanding of the desirability of a limited turnover of staff;  Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation;  Design ways of stabilizing staff turnover/high turnover;  Demonstrate awareness of how personnel demand forecast (PDF) is conducted;  Demonstrate their ability to conduct a human resource audit;  Demonstrate awareness of the non-conventional selection methods;  Conduct periodic and exit interviews and demonstrate their ability to conduct job analysis;  Design job description and personnel specification for particular roles;  Weight a candidate assessment form, on the basis of job description and personnel specification;  Use candidate assessment form in short listing and interviews and conduct individual and panel interviews;  Demonstrate capability of arriving at objective decisions in personnel selection;  Analyse education, training and development programmes and design an effective induction package;  Demonstrate an understanding of the legal bases of Employee Resourcing;  Relate specific recruitment, selection, retention and exit issues to UK and European legislation;  Cite Specific legislation and related cases relevant particular job design issues;  Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees;  Demonstrate their ability to lead a recruitment and Selection team;  Manage recruitment and selection within a ‘resourcing context’;  Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness;  Distinguish between the different sets of motivation theories, notably content, process and reinforcement;  Demonstrate their ability to translate motivation theory into practice;  Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations;  Demonstrate their ability to formulate a comprehensive motivation strategy;  Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps;  Formulate a workable motivation strategy that follows the common trends in the popular motivation theories;  Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation;  Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour;  Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory;  Illustrate how the contingency approach to motivation might be applied to different situations;  Indicate the part that training and development play in worker motivation;  Manage the process of motivation, taking account of socio cultural and economic differences;  Manage the motivation process, taking account of the differences in preferences and expectation of workers;  Apply the ‘equity’ theory to work situation from a ‘differentiation perspective’, rather than an ‘equality perspective’;  Demonstrate the need to balance the ‘individualist’ and ‘collectivist’ perspective to motivation.

We offer very attractive discount for groups of 3 and more people, from the same organisation, taking the same course. This discount is between ten percent (10%) and thirty three percent (33%), depending on the group size. Even with these discounts, we can also deliver courses for groups in the country of your choice.